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Your Safety and Security

Fujitsu Quality:

FUJITSU LIMITED

Contents

Our commitment to quality

Our quality support framework

Quality rules and regulations

■Establishment of quality policy, rules, and regulations

Horizontal, cross-organizational quality improvement activities

■ Quality assurance promotion system

■ Feedback activities

■ Building, sharing, and using knowledge

Double-checking from a third-party perspective

■ Third-party review and shipment determination

■ Product safety and security initiatives

■ Quality monitoring and improvement

■ Stable operation initiatives for social infrastructure support systems

■ Ensuring high-reliability by focusing on business continuity for customers

Ensuring quality through expertise

■ Initiatives to ensure quality assurance in cooperation with business partners

■ Ensuring quality of parts and materials

Fostering a Quality Mindset and improvement & innovation activities

■ Fostering quality-minded people

■ Pursuing customer value: Qfinity activities

Flexible quality assurance in changing times

IoT quality assurance initiatives

How we ensure quality cloud services

Conclusion

Editing Policy

This brochure introduces common quality promotion activities through which we enact the FUJITSU Way corporate

principles of “Quality” and our commitment to quality products and services. Important points are indicated with the

mark shown on the right.

For more information on activities to ensure quality and our commitment to quality for individual products and services, visit our

website or refer to our product or service catalogs.

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Copyright 2017 FUJITSU LIMITED

These desires are the basis of our

commitment to quality products and

services.

Because of this commitment, Fujitsu

pursues quality from the customer’s

perspective, which means that we are

constantly aware of what the customer

regards as quality and what level of

quality they expect. We work to follow

daily changes in society and customer

needs, and we conduct sincere

initiatives for continuous improvement

to further improve quality. We do this by

fusing advanced technology with our

quality technology and know-how

backed by performance.

This commitment is the basis of the

FUJITSU Way, our corporate principle

of quality and a value that is important

to every Fujitsu employee.

It has been handed down since even

before our group name became Fujitsu,

from the establishment of Fuji Tsushinki

Manufacturing Co., Ltd. (1935; See

column on Page 2.)


Fujitsu products and services should always come with peace of mind.

Our products and services should never inconvenience our customers.

Page 1


In 1966, this commitment was further

strengthened by Fujitsu’s High

Reliability Program, launched under

then-President Kanjiro Okada (5th

President), who said “Quality speaks

for itself.”

The concepts of the high-reliability

movement are carried on today in our

Qfinity activities (p. 21), and these

initiatives are ongoing in our activities

to support quality.

So that you can have peace of mind as

a Fujitsu customer, we follow through

on this commitment in all our products

and services, from cell phones,

computers, tablets, and other products

you use every day, to the systems that

support social infrastructure and the

high-reliability digital platforms that

support IoT, big data, and AI.


Our commitment to qualityPage 2

Column: Fujitsu’s Presidents on “Quality” Introducing comments by Fujitsu’s Presidents on their commitment to quality.

● “Never let your guard down, even in work you are used to, and pay special

attention to key points.”Manjiro Yoshimura, 1st President, “President’s Lecture on Starting a Company,” (in Japanese, 1935)

Today, Fujitsu’s commitment and stance on quality is a legacy from when we were first established. In this

speech, we first recognized that even in work that we are used to, we can achieve quality improvements if we

work sincerely, earnestly, and without taking shortcuts.

● “Quality speaks for itself.”(Kanjiro Okada, 5th president, address to launch the “High Reliability Campaign,” 1966)

When launching the high-reliability program, the fifth President Kanjiro Okada said

“Quality is the first priority" and wrote a message card with the words "Quality matters

everywhere."

* What is the high-reliability program?

Around 1965, as computers and communication devices were starting to be used as social systems, high

reliability became required in all Fujitsu products. Under those circumstances, the high-reliability program was

started throughout the company

● What we sell to our customers is not a machine but “reliability.”(Taiyu Kobayashi, 8th president, “Memoirs of Taiyu Kobayashi,” 1995)

The then-President Taiyu Kobayashi said that Fujitsu provides more than products and services: response to

the trust of our customers.

FUJITSU Way “Quality”

We enhance the reputation of our customers and the reliability of social infrastructure.

The quality of products and services we provide to our customers determines the reliability of infrastructure

supporting people’s daily lives in a modern networked society. We view quality as fundamental to our

business activities. To enable everyone to equally and securely enjoy the benefits of the networked

society, we are committed to continuous quality improvement.

By “quality,” we mean more than just products and services meeting our own specifications. It means

meeting customers’ requirements and ensuring quality in all dealings with our customers. Quality is,

therefore, not just the responsibility of our research, manufacturing and service departments, but is the

responsibility of all departments.

When we think about quality, our aim is therefore to continuously meet the quality levels expected by our

customers in everything we do.

The initiatives we all take for improving quality also enhance our brand. In order to successfully support a

rewarding and secure networked society, we will relentlessly pursue quality improvements to ensure the

continued trust of our customers and society.


Our quality support frameworkPage 3

To consistently provide products and

services that meet customer needs and

expectations, it is essential to

coordinate both internally (among the

business units involved in product and

service projects, planning, development,

production and testing; the field

business units involved in operation

and maintenance; and the various

common business units that support

them) and externally (business partners,

sales units and sales bases). It is also

essential to have a platform to unify

these systems and mechanisms.

This is why we built our Quality

Management System (QMS): to

coordinate among these business units

as appropriate for the product or

service. QMS periodically verifies the

progress of the PDCA cycle in light of

international certification standards

such as the ISO in the aim of achieving

process improvements to realize even

higher quality.

What ensures that QMS runs smoothly

is Fujitsu’s quality support framework,

which has the following five

characteristics.

(1) Quality rules and regulations

We have established rules to ensure

quality.

(2) Horizontal, cross-organizational

quality improvement activities

Companywide activities through which

we share know-how and information

across organizational borders and

resolve usage and sharing issues.



Customer

FUJITSU Brand

FUJITSU Way

Products, services, solutions, operation, maintenance

Double

-checkin

g

from

a th

ird-p

arty

pers

pectiv

e

Reporting

Direction

Quality management

system


International

standards

(ISO, etc.)

Fostering the Quality Mindset and improvement &

innovation activities

(Fostering human resources, Qfinity)

Execute

Incorporate

Horizo

nta

l cro

ss-

org

aniza

tional q

uality

impro

vem

ent a

ctivitie

s

Execute

Execute

Execute

To

p M

an

ag

em

en

t

Manage-

ment

policies

(3) Double-checking from a third-party

perspective

Activities to improve quality through

review conducted by an independent

third party, or an organization that is

unrelated to the parties involved in

projects, planning, development, testing,

operation, and maintenance of products

and services.

(4) Ensuring quality through expertise

Quality improvement activities that, in

coordination with various business

partners, bring together the know-how

and expert knowledge of various

organizations.

(5) Fostering a Quality Mindset, and

improvement & innovation activities

Fostering human resources to

contribute to a corporate culture of

quality improvement. Qfinity

improvement and innovation activities

in which each employee takes initiative

in the continuous improvement of

quality of work and human resources.

Each phase is covered in more detail in

the following pages.

Solutions Services

Products



Our quality support framework: Quality rules and regulations

Establishment of quality policy,

rules, and regulations

Page 4


Based on the FUJITSU Way, Fujitsu has established common rules to protect any product or service, as well as rules that account for customer requests, the special features of products or services, and other conditions.

System of policy rules and regulations

Regulations and

standards by

business unit

FUJITSU Way

Fujitsu Global Quality

Policy

Fujitsu Group Quality

Charter

5 Quality-Related

Regulations

Fujitsu Global Quality Policy

The Fujitsu Global Quality Policy

expresses the Fujitsu Group’s common

understanding of the FUJITSU Way

corporate principle of “Quality: To earn

the trust of customers and society.”

Another reason behind this policy is to situate Quality at our core so that we can continue to provide products and services that customers can use with peace of mind and to share this common awareness globally.

(1) We pursue quality from the customer’s perspective.

(2) We ensure quality to support safety and security.

(3) We engage in quality improvements together with our

business partners.

(4) We have constructed a quality management and

quality assurance system and we continuously engage

in quality improvement activities.

Fujitsu Global Quality Policy

Fujitsu Group Quality Charter

and Regulations

To enact the Fujitsu Global Quality

Policy in Japan, we have established

the Fujitsu Group Quality Charter and

the 5 Quality-Related Regulations

(including safety promotion regulations,

and shipping, registration, and release

regulations).

Our activities are based on this Charter

and these Regulations in all processes,

from the stages of projects, planning,

and design through to evaluation,

production, sales, and support. This

allows us to continue to provide

products and services that anticipate

changes both on the side of our

customers and in the business

environment that surrounds them.

Fujitsu Group Quality Charter

(1) We pursue quality from the customer’s perspective.

(2) We build quality that anticipates change.

(3) We achieve quality consistent with our social

responsibilities.

(4) We use first-hand, realistic feedback.

(5) We work with our business partners to improve quality.

(6) We try to make our quality information public and

transparent.

(7) We foster quality-minded employees.

Regulations and standards by

business unit

The above serves as the foundation for

enacting quality improvement activities

and for our procedures and judgment

standards that take into account the

special features of products and

services, customer requests, laws and

regulations, and international standards.


Our quality support framework: Horizontal cross-organizational quality improvement activities

Quality assurance

promotion system

Page 5

Horizontal cross-organizational quality improvement activities

Horizontal, cross-organizational

coordination under Quality

Management Representatives

We conduct quality assurance activities

on the level of individual business units

and regions as well as companywide, coordinated activities to share and use information and know-how across organizational borders, and resolve common issues. Not only do we prevent problems and

recurrence by effectively sharing quality

improvement activities, we raise our

level of quality and work to consistently

provide the best quality products and

services to customers around the world.

The purpose of the Corporate Quality Management Unit is to promote these activities and drive them forward. It is made up of official Quality Management Representatives from Japan and overseas who have been selected to participate regularly in companywide coordinated activities.The Corporate Quality Management

Unit formulates quality policies and

companywide common quality rules

based on Fujitsu Global Quality Policy.

It is also in charge of initiatives for

double-checking from a third-party

perspective, escalation for compliance

and problems, fostering human

resources, QMS construction support in

each division, and the horizontal

deployment of common know-how and

measures.

(1) Understanding the quality of products and services, and

sharing this information with related personnel

(2) Reporting to top management about quality

(3) Attending Quality Management Representative Meetings,

discussing and formulating common measures and

measures for individual organizations

(4) Incorporating and deploying the above measures into their

own division’s activities

Gro

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Promotion Framework under Quality Management Representatives

Main roles of Quality Management Representatives

Ov

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Corporate Quality Management Unit Quality Control Supervising

Leader (Head of Corporate Quality Assurance Unit)

Quality Meetings

Fujitsu does not just categorize quality problems as something for the workplaces to handle; we take responsibility as

a whole company, and so we share information horizontally, including with top management, by conducting Monthly

Reviews (monthly quality reporting to the President) and Quality Management Representative Meetings (which are

attended by the Corporate Quality Management Unit and Quality Management Representatives).

In the Quality Management Representative Meetings, we conduct quality reviews and regular quality improvement activities,

and examine measures both for individual organizations and companywide sharing. Quality Management Representatives

deploy these measures in their respective organizations in the aim of improving quality.


Our quality support framework: Horizontal, cross-organizational quality improvement activities

Feedback activities

Page 6

Flow of feedback

We collect not only the comments and

requests we receive directly from

customers, but also improvement

proposals and issues where the

persons responsible have experienced

inconveniences. This information is

reflected in future product and service

projects and used to improve existing

products and services.

When we develop products and

services, our project or development

unit conducts a survey or speaks

directly with customers to learn their

needs and expectations.

We also have a mechanism to

enable the employees who are often

in direct contact with our customers

(sales or system engineers (SE),

customer engineers (CE), and other

personnel) to communicate

customer feedback to

product/service project and

development units from business

units.

Our internal website also has a

noticeboard for posting opinions,

which allows employees to express

their thoughts or comment on one

another’s postings.

Feedback and improvement of mechanisms of

existing or future products and services

Internal

noticeboard

site

Customer

Project &

development unit

Other internal

units

Field unit

Comments &

requests

Reflect comments

or points noticed

Response

Express thoughts


Our quality support framework: Horizontal cross-organizational quality improvement activitiesPage 7

Example 1: “An ounce of prevention is worth a pound of

cure.” –100 Professional Tips

Where did previous SEs encounter problems? When

constructing a system using ever-evolving software and OSs,

where did actual problems occur? We turn these answers

into cases and deploy them to other SEs.

Flow: from building knowledge to using it

Building, sharing, and

using knowledge

The more that products and services

evolve, the more advanced and diverse

the software and hardware that SEs

handle, and the knowledge needed to

ensure quality.

Fujitsu believes that this means that we

need to gain knowledge in order to

share it quickly so that it can be used

by those who need it.

The two examples on the right show

some of the Fujitsu Group’s internal

quality knowledge sharing activities.

We also conduct various

knowledge sharing activities, both

within and among divisions and

business units. What all these

activities have in common is our

commitment to “Providing our

customers with safe and secure

products and services by working

to prevent problems and their

recurrence by sharing and using

our knowledge of quality.”

With this commitment in mind, the

Fujitsu Group will remain united as we

promote the building, sharing, and

usage of knowledge of quality, and we

will work to prevent problems and

recurrence.

Failure cases

Success cases

Collecting

cases

Teaching

materials

Collect &

accumulateSharing cases

Cause analysis/

using know-how

Workplace

quality unit

Analysis of

fundamental

causes

Example 2: Converting system problems into knowledge

(FaiS)

FaiS is an abbreviation of the proverb, “Failure is a stepping-

stone to Success.”

The cases we share are lessons learned from fundamental

causes and countermeasures to problems in work, and they

come from the experience of people in the Fujitsu Group at

the system operation stage. We use these cases in the

workplace and the quality unit to prevent problems from

occurring in the first place, and to prevent problems with the

same cause from recurring.

We also conduct workplace education on how to actually use

this knowledge, training on fundamental cause analysis

methods, and periodic e-Learning for Fujitsu Group SEs. This

helps us to foster a Quality Mindset in our SEs, improving

their skills in fundamental cause analysis for problems and in

proposing countermeasures.


Our quality support framework: Double-checking from a third party perspective

Fujitsu product and service life-cycle

Third-party review and

shipment determination

Fujitsu regulations require that products

and services undergo a variety of

reviews (including third-party review)

from the project and planning stage

onward. This is part of our pursuit of

quality.

‘Third party’ means an

independent person or

organization who is unrelated to

the parties that conduct projects,

planning, design, evaluation and

testing, operation, and

maintenance of products and

services. For example, the

Common Technology Unit or

Corporate Quality Management

Unit can constitute a third party.

Third parties have a wealth of

experience and know-how, as well

as an objective perspective, which

allows them to extract the risks and

issues that are difficult for those

involved in the project to detect.

Page 8

Building, sharing, and using

knowledge

Projects, planning DesignEvaluation,

testing

Operation,

maintenance

Review activities including third parties・Risk assessment, risk diagnosis ・Process completion determination (design review)...

Monitoring and improving

quality

Support for business partner selection, evaluation, and improvement activities

Ship

ment/re

lease

dete

rmin

atio

n

Customers

Customer needs/expectations Product, service

Risk escalation

Component reliability evaluation

System reliability evaluation

Double-checking from a third-party perspective

Third-party review contributes to design

with an eye to serviceability. This

prevents problems as well as excessive

cost-cutting without consideration for

quality.

At the stage just before a product or

service is delivered to the customer,

Fujitsu judges whether it is truly ready.

In order to make sure that we have

addressed any potential risks identified

during development or in process

judgments, and to ensure that the

quality is suitable for our customers to

use, we conduct double checks from a

wide range of perspectives including

skills and know-how, as well as third-

party assessment.

Third party review Shipment determination


Risk assessment of products

Page 9

Fujitsu regulations require that design

reviews are performed in the product

development process in order to check

the output at different stages.

Design, Production, Maintenance,

Quality Assurance, and other divisions

and units have related personnel

participate in design reviews and check

product quality from various angles and

perspectives.

As part of this process, we stipulate

standard risk assessment processes to

prevent the occurrence and outflow of

quality problems. This foundation

allows us to extract quality risks early

and to visualize and thoroughly address

any problems with a given product.


Adding the third-party perspectives of

experts with specialist knowledge and

the Corporate Quality Management

Unit, we check the sufficiency of risk

extraction, the suitability of the risk

extraction process, and management

methods and operation.

These risks are shared during design

reviews (in which the above-mentioned

experts participate) in checks from

various angles. If a product does not

pass the risk determination, our

procedure stipulates that it be

escalated to the Development Project

Representative for a countermeasure

review. Then it may continue to the

next step of the process.

Products cannot receive final

shipment determination until

countermeasures have been

decided for all the extracted risks

and all related persons have

judged that there are no issues

with the countermeasures.

Product risk assessment process

NG

Primary design review

NG

Escalation to Development Project Representative

OK

Risk extraction /

evaluation

OKAllow shipment

Sh

ipm

en

t/ rele

as

e

de

term

ina

tion

Customers

Customer needs/expectations Product

Secondary design

review

Risk extraction /

evaluation

OK

NG

Risk determination

Risk determination

Projects, planning DesignEvaluation,

testing

Operation,

maintenance

Piloting by top management

So that customers can use Fujitsu

products with peace of mind, our system

stipulates what to do in the event of a

safety-related accident resulting in injury,

fire, or personal injury caused by a Fujitsu

product. In such a situation, we will quickly

assemble a committee consisting of the

business organization responsible and

experts with specialist knowledge

(including from Group companies), which

will initiate measures to resolve the

problem and prevent recurrence.

Important information on the accident will

be escalated to top management quickly

and released on our website.

The top management who guide our

business consider safety to be the most

important issue in business management.

More concretely, they instruct our

workplaces to conduct thorough

fundamental cause analysis and

measures to prevent problems/recurrence.

The Corporate Quality Management Unit

provides third-party evaluation and

verification, and reports back to top

management. This PDCA cycle allows us

to provides safer products.


Product safety and security

initiatives

Our quality support framework: Double-checking from a third party perspectivePage 10

Safe craftsmanship

Fujitsu works to ensure product safety not

only through compliance with international

safety standards but also through our own

Safe Design Standards, which reflect our

past experience and accident information

from the market.

We also have our own accreditation systems: Safety Standards Expert and Product Safety Risk Assessor. Qualifications holders have extensive knowledge of our Safe Design Standards, and they are registered and participate in design reviews from the initial stages of development to confirm product safety. Products cannot receive final shipment

determination until a qualification holder

confirms their safety.

Important product safety updates (Japanese)

http://www.fujitsu.com/jp/support/safety/

http://www.fujitsu.com/jp/support/safety/



Monitoring system quality

Quality monitoring and

improvement

Our business units, operation and

maintenance units, and the Corporate

Quality Management Unit cooperate in

quality monitoring and improvement

activities to improve our customer

satisfaction levels in terms of quality.

Specifically, the Corporate Quality

Management Unit monitors quality

comprehensively and horizontally

for the hardware, software, and

applications of our systems, and

promotes quality improvement

activities in coordination with

business units and operation and

maintenance units.

Failure information

Product information

Target failure rate

Failure correction

information

...

# of operating units

Failure information

,,,

Customer

information

Jan Feb Mar Apr May Jun Jul Aug Sep

Cases of system failure

Causes

Hardware

Software

Application

Other



Main activities

Page 12

Activity 2: Raising awareness

We create opportunities for top management to visit the operations and

maintenance workplace for direct discussions with the people responsible

on-site. We are also conducting activities to improve quality awareness and

to help people in the workplace to find new innovation and know-how.

This is then compiled into cases to be shared and used companywide. We

also create opportunities for representatives of different operations and

maintenance workplaces to share their opinions on these matters.

Twice a year, Fujitsu Group employees involved in the stable operation of

Social Systems have the opportunity to come together and share examples

of stable operation initiatives.

Finally, we are also providing e-Learning lectures on the importance of

stable system operation and the quality that supports it to raise awareness

in Sales and other Fujitsu units and divisions.

Activity 1: Inspections

Inspectors investigate the actual working conditions and work situation in

the workplace that contributes to the stable operation of Social Systems

and understand the problem through work instructions and other documents,

workplace visits, and interviews. The inspectors and workplace staff work to

identify the true cause based on the investigation result. The entire

organization to which the workplace belongs then gets involved in resolving

the issue and making improvements.

We are also taking these initiatives

overseas. As we expand our solution

services in China and the Asian region,

we are working to foster human

resources and reinforce local quality

systems to further improve service

quality. In China, for example, we are

also conducting training for local

employees to raise awareness about

quality for projects where we are

responsible for system operation and

maintenance, as well as periodic

inspections of SE contracts and work

processes. We plan to expand these

initiatives to the rest of Asia.

Stable operation initiatives

for social infrastructure

support systems

Recently, information systems are

playing increasingly important roles as

social infrastructure, with a direct

connection to our everyday lives. Since

they are part of the social infrastructure

that affords us peace of mind as we go

about our lives, they must operate with

stability. Fujitsu positions these

information systems as Social Systems,

and we conduct inspections, raise

awareness, and perform a variety of

other activities to ensure that they

operate stably.

We began these activities after a

serious incident in Nov. 2005 that

was triggered by human error. This

incident taught us to aim for stable

operation of customer systems

and our organizations, and to unify

our workplaces in continuous

quality improvement. These

activities are promoted by our

system development and

operations units (SEs, CEs, etc.)

that support stable operation, by

Sales and other BG divisions, and

by Fujitsu as a whole.

Customer system

SE/CE Sales & BG

divisions

TopManagement

Stable operation initiatives


Ensuring high reliability by

focusing on business

continuity for customers


Third-party evaluation and

verification from product

development to service launch

In order to make sure that our

customers’ systems can operate stably,

we conduct third-party evaluation and

verification in the quality assurance

process from product development to

service launch.

Flow from product development to system service launch

System evaluation:

It’s more than just quality

assurance by each product unit; a

third party conducts

comprehensive evaluation of

hardware, software, and other

company products.

This is so that we can prevent problems

not only on a product unit basis, but

also problems that emerge only once

products are combined.

Third-party verification of the customer

system:

SE verification at the stage of the

final form (which includes

operation and customer-owned

applications) allows the third party

to confirm sufficient performance,

availability, and other non-

functional requirements* as

necessary.

This is so we can prevent problems

such as failure to satisfy non-functional

requirements by confirming that

operation design includes consideration

for hardware failure and the behavior of

various products.

* Overall requirements other than functional

requirements, such as operability,

maintainability (ease of maintenance),

security, and availability (durability, speed

of recovery, and responsiveness to

failures).

System evaluation

Product shipment

Oth

er c

om

panys’ p

roducts

/

OS

S

Customer system

Ap

plic

atio

n

Op

era

tion

Third-party verification of the customer system

Service launch

Sto

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Ne

two

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pro

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Se

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du

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Mid

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-wa

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pro

du

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Products developed by

Fujitsu

Infrastructure platform

Oth

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panys’

pro

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/ OS

S

Sto

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rod

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Netw

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Se

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du

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Mid

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-wa

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pro

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OSS: Open Source Software



Ensuring business continuity and

safety of critical systems

Our systems business continuity comes

from redundancy configuration based

on the premise that there is a certain

probability of any given hardware part

breaking down.

We cannot allow business to stop due

to failure to switch to redundancy

configurations, especially for critical

systems with significant social impact.

For this reason, we use a dedicated

testing apparatus that simulates a

hardware parts failure so we can

evaluate operations from the

occurrence of a failure to detection

and recovery, and try to prevent

problems due to failure to switch to

redundancy configurations.

Cluster

Storage

Apparatus undergoing

line failure Apparatus undergoing

simulated failure

Parts failure

Parts failure

Virtualization

Line failure

Simulated parts failure

For critical systems using other

companies’ products or OSSs, we are

thoroughly prepared to minimize the

impact on business. Even if a

failure to switch to redundancy

systems occurs, we can furnish

the entire system with our own

software as necessary and install

special system monitoring.

We also maximize safety using the

experience we have built up by

verifying core systems and social

systems.


Our quality support framework: Ensuring quality through expertisePage 15

Initiatives to ensure quality

assurance in cooperation

with business partners

Our quality improvement process also

covers our business partners, in

selection, evaluation, education, and

providing support for improvements.

We try to build symbiotic and mutually

prosperous relationships with them and

to work together as partners to create

the products and services we provide to

our customers.

Hardware (parts) quality

improvement initiatives

Multiple perspectives are involved

in selecting and evaluating

business partners; this includes

not only the business unit that will

use the parts but also the units of

Corporate Quality Management,

Purchasing, and Common

Technology, who contribute their

respective specialist knowledge

and know-how.

This does not end once a business

partner is selected; even after

transactions begin, we use these

evaluation results and feedback as the

basis to give our business partners

feedback, support for improvement,

and even awards. We work to ensure

the quality of hardware (parts) based

on these measures.

Business partner selection/evaluation framework

Fujitsu

Business partner

Selection, evaluation, and improvement support

Reporting on the delivery/improvement situation

Quality(Business units, Corporate

Quality Management Unit)

Supply(Business units,

Purchasing Division)

Technology(Business units,

Common Technology Unit)

Environment & trust(Common Technology Unit,

Purchasing Unit)

Price(Business units,

Purchasing Division)

Coordinate

Selection and evaluation framework




Initiatives to improve the quality

of solutions and services

To ensure the quality of

deliverables, Fujitsu’s Purchasing

Unit conducts Quality Education

and Technology Support for the

business partners to whom we

outsource software development

for our solution services.

Our group training and e-Learning for

software development cover topics

such as how to record malfunctions

detected during review/testing and how

to conduct problem analysis using

malfunction records.

Support activities to ensure software quality

The Purchasing Unit also confirms the

results of the education received by our

business partners in actually

developing software, and conducts on-

the-job training (OJT) by giving

feedback on points for improvement.

We collaborate with our business

partners in Quality Education and

Technology Support, and we work to

ensure software quality through our

quality improvement activities.

FujitsuAcceptance inspection

Production and testing

Shipping inspection

Customer

Quality education (Quoted from e-Learning materials)

Quality education curriculum

■ Quality basics

■ Formulating quality plans

■ Review perspective and procedure

■ How to write a failure management document

■ How to conduct quality analysis and evaluation

■ Ensuring production quality

ビジネスパートナービジネスパートナーBusiness partners

Receive Quality

Education

Utilize education in

software development

Provide Quality

Education

Confirm practical

results/give feedback

on improvements

Su

pp

ort a

ctiv

ities to

en

su

re q

ua

lity b

y th

e

Pu

rch

asin

g U

nit



Ensuring quality of parts

and materials

Fujitsu evaluates and tests the

purchased parts based on our own

standards, which reflect not only a

variety of industry standards but

also our know-how.

If a parts failure occurs at a customer’s

site, we analyze the mechanism behind

it and try to resolve the problem.

To prevent problems from recurring, we

are developing evaluation and analysis

technology that allows problems to be

detected at the development stage,

conducting quality improvement

activities with our business partners,

and reflecting their results in our

internal standards.

Parts and materials quality assurance process

* Visit the website below for more details on reliability evaluation and environment testing.

Fujitsu Quality Laboratory: Reliability evaluation & environmental test website

(As of Mar. 31, 2017)

http://www.fujitsu.com/jp/group/fql/en/services/product-quality/evaluation/index.html

We are working to improve quality

through these activities, starting from

the parts and materials that make up

our products and services.

We can also offer our customers

analysis reliability evaluation and

environment testing services.*

Company A

Quality improvement support for

business partners

Confirmation of quality assurance system and

production process

Failure analysis

Failure cause analysis

Fujitsu

Delivery guarantee

Production & testing

Shipping inspectionCustomer

Company B

Reliability evaluation・Quality & reliability confirmation through

certification test・New technology product/new material

product evaluation

Company C

Development of evaluation and analysis technology

http://www.fujitsu.com/jp/group/fql/en/services/product-quality/evaluation/index.html


Fostering quality-minded

people

Fujitsu has a human resources

development system, and our Quality

Education depends on the work

category and business experience of

participants. This helps us foster people

who can think independently about

quality and use it as a basis for their

actions, which helps to support our

quality support framework continuously.

Our quality support framework: Fostering a Quality Mindset and improvement & innovation activitiesPage 18

Human resource development system

Fostering a Quality Mindset and improvement & innovation activities

Human resources development

system

At the core of Fujitsu’s Human

Resource Strategy Committee is our

top management. The Human

Resource Development Office acts as

the producer in our human resource

development across the company,

working on a common, companywide

basis. In each business unit and

division, the HR Development Group

conducts human resource development

to reinforce the expertise needed in the

workplace.

Human Resource Strategy Committee

Ma

rke

ting

&S

ale

sU

nit

HR

De

ve

lop

me

nt G

rou

p

Human Resource Development Office

Glo

ba

l Se

rvic

e In

teg

ratio

n U

nit

HR

De

ve

lop

me

nt G

rou

p

Dig

ital S

erv

ice

Unit

HR

De

ve

lop

me

nt G

rou

p

Se

rvic

e P

latfo

rm U

nit

HR

De

ve

lop

me

nt G

rou

p



Quality Education

We conduct Quality Education on

the level of unit/division or work

category, mainly within the

Companywide Common Education

and the Business Unit/Work

Category Specialist Education.

To further enhance our human

resources, we also have the

Professional Certification System,

which aims to foster professionals

in each specialist area of business.

Companywide Common Education

We help participants acquire the

knowledge of quality that they will need

as Fujitsu employees, regardless of the

content of their work.

One way we strive to raise awareness

is through a training session for all new

employees with the purpose of

fostering a Quality Mindset, and where

they can learn about the importance of

ensuring quality from the head of the

Corporate Quality Management Unit,

who has been involved in quality

assurance and quality management for

many years. Our educational materials

use familiar examples that are easy for

new employees to understand, and

encourages them to be conscious that

their own work contributes to quality.

We also provide education to overseas

group companies, which requires us to

customize education materials such as

those used in Companywide Common

Education to suit the needs of local

business, culture, and workplaces. In

addition to educational materials, we

also dispatch trainers, or train and

follow up with local trainers so that

ongoing education can be provided

locally.

Quoted from the “New Employee Quality Education

Materials FY2016”

Education support for overseas group companies

Ove

rse

as

gro

up

co

mp

an

ies

Interview

Request

Customize

Provide

support

Provide

education

Pro

vid

e

Established

support

Ongoing

education

Ja

pa

n

Education

materials



Quality Education

Business Unit/Work Category-Specific

Education

Our specialist education program

consists of the necessary quality

education (such as Quality

management, QC7 tools, and

workplace quality issue resolution

training) in accordance with the

individual development for each

business unit or work category, such as

Marketing, Sales, Global Service

Integration, Digital Services, and

Service Platforms.

Professional Certification System

With categories such as Quality

Management and Quality

Assurance Technology, our

Professional Certification System,

helps foster leaders of

companywide quality activities.

Key veteran employees with a wealth of

experience participate as mentors to

foster human resources. They provide

each eligible employee with individual

guidance to pass down their technology

skills and know-how.

■ Sales

Strategy, Account Management, Solutions

■ System Engineers

Consulting, Project Management, Business

Architecture, IT Architecture, Service Management,

Quality Management, Product Architecture, IP

Management

■ Engineers

Product Planning, Architecture Development,

Hardware and Firmware Development, Software

Development, Production Technology, Quality

Assurance Technology

Professional Certification Categories


Pursuing customer value:

Qfinity activities

Since FY2001, each employee has

been working to realize even

higher customer value (CV) by

taking initiative in the continuous

improvement of quality in products,

services, work, and human

resources. This is an improvement

and innovation activity called

Qfinity, a name (and inner brand)

coined from the words Quality and

Infinity. It expresses the DNA of the

Fujitsu Group, which encourages every

person to pursue "Quality to Infinity."

Qfinity is the umbrella under which our

improvement and innovation activities

are practiced, shared, and passed

down as a part of the corporate DNA.

Through unceasing improvement &

innovation, Qfinity is also driving an

initiative to promote the concrete

implementation by every employee of

the corporate principles of the Fujitsu

Way (Employee, Customer, Business

Partner, Quality, and Technology) as

well as the action guidelines (Speed

and Agility, Teamwork, Firsthand

Understanding, Customer-Centric

Perspective, and Challenge Spirit).

By communicating, sharing case

studies, and holding commendations

and events, we hope that we can make

Qfinity take root throughout the

company.


Qfinity and the FUJITSU Way

The need for

Qfinity

What Qfinity is

How Qfinity

works

Who

implements

Qfinity

Qfin

ity s

up

po

rts th

e c

on

cre

te im

ple

me

nta

tion

of th

e F

UJIT

SU

Wa

y

Customer

EmployeeBusiness

partnerIncreasing

Value

Quality Technology

Speed & Agility

Teamwork

Firsthand

UnderstandingCustomer-Centric

Challenge Spirit

Improvement

PDCA

Each and every employee

Global citizens


Awards and events

Each unit and headquarters recognizes

and announces outstanding activities

locally, and on the anniversary of our

foundation, we distribute awards for

excellence for outstanding examples

from across the group. Employees

gather at the Qfinity Companywide

Convention to see these awards

announced and shared.

We also have the Qfinity Promotion

Convention, which is for the heads of

each organization, and the Qfinity

Activity Promoters, which aim to share

Qfinity use examples and promotion

measures from each organization.

Education Programs

Building on our e-Learning and group

classes that teach basic and technical

education on improvements and

innovations, we also offer individual

instruction and workshops to enhance

practical skills. Employees also receive

handbooks and educational materials

that teach topics such as how to

promote Qfinity and how to resolve

problems.

Information Communication and

Sharing of Examples

We use the Qfinity System (Team

Challenge) to centrally manage

examples of activities, and share them

across the company. We also regularly

share examples of activities and other

such information through e-mail

newsletters and our website.

These Qfinity activities encourage

every employee to pursue quality in

their work, strengthen the Fujitsu Group,

and pass down the corporate DNA.


【Qfinity Handbook】

【Qfinity System (Team Challenge)】

Qfinity Companywide Convention


Society is adopting new technologies

such as OSS, big data, sensors, and AI,

and we are seeing the advancement of

the IoT (Internet of Things), cloud

technology, and globalization. The

information systems that support social

infrastructure are transforming along

with the industry, business types, and

business environment.

Flexible quality assurance in changing timesPage 23

Quality is a basic foundation of Fujitsu’s

business management. We will keep

working to provide safe and secure

products and services that respond to

these changes, utilizing the technology

and knowledge base that we have built

up in quality assurance and other areas.

Flexible quality assurance in changing times


Perspectives on IoT quality

assurance

Flexible quality assurance in changing times: IoT quality assurance initiativesPage 24

Today, we are seeing the digitization

and linking of people, objects, and

every possible piece of information in

our environment, and the digital

innovations that create new value are

making rapid progress.

Fujitsu offers a variety of services to

help our customers accelerate their

digital innovations, building on the

knowledge and know-how we have

gained from past initiatives with our

customers in various industries.

It takes a variety of components to

realize IoT services. Among these are

the source of information generation,

sensor devices, as well as the networks

that collect their data, the IoT platforms

(cloud platforms) that store it and

process it as necessary for analysis

and visualization, and applications.

Ensuring quality throughout the

lifecycle

Ensuring IoT quality requires a

wide range of perspectives for

diverse components over the

whole life-cycle (proof-of-concept,

project, planning, design,

operation, and maintenance).

Fujitsu’s horizontal, cross-

organizational initiatives allow us

to establish quality management

processes based on external

standards, and to verify and

evaluate their components.

IoT quality assurance initiatives

IoT service model

Applications

IoT Platform (Cloud Platform)

Data processingData

accumulation Data analysisConnectionmanagement

Hardware Software Center facility ...

Network

Wide-area network (mobile, internet)

Gateway

...

Sensor devices Reliability

evaluation

System

evaluation

Connection

verification

Manufacturing Maintenance Mobility Logistics

Digital marketingFood &

agricultureCity &

infrastructureWorkplace & lifestyle

System evaluation/

operation evaluation

Wireless PAN (*1)

(Bluetooth, ZigBee)Wireless LAN (*2)

(Wi-Fi)Wired LAN (*3)

Production Finance Agriculture Distribution ...

*1 Wireless PAN (Personal Area Network)

A network that sends and receives data over a small area using wireless

communications based on electromagnetic waves and infrared.

*2 Wireless LAN (Local Area Network)

A network that sends and receives data using wireless communications. Wider

practical range than wireless PAN.

*3 Wired LAN (Local Area Network)

A network that sends and receives data using wired communications.

8 Fields of Digital Innovation Offerings


Flexible quality assurance in changing times: IoT quality assurance initiativesPage 25

Ensuring quality between

components

The perspective of ensuring quality is

essential in optimizing component

integration.

For example, to prevent connection

problems between components such as

networks and sensor devices, we

conduct verification at our Wireless

Network Verification Facility as outlined

below. This also supports our quality

assurance for network equipment and

each type of sensor device as

individual units.

・Verification of connection with other

companies’ products

・Verification of connection under radio

frequency interference and

simultaneous connection of multiple

sensor devices using an originally

developed testing apparatus

Ensuring security quality

Another essential perspective is

security countermeasures to maintain

the confidentiality of collected data.

Details are available in the Fujitsu

Group Information Security Report.*

* Visit the website below for the latest version of the Fujitsu Group Information

Security Report.

http://www.fujitsu.com/global/about/resources/reports/securityreport/2016-

securityreports/index.html

Wireless network verification

http://www.fujitsu.com/global/about/resources/reports/securityreport/2016-securityreports/index.html


Cloud service quality assurance

Flexible quality assurance in changing times: How we ensure cloud service quality Page 26

How we ensure quality cloud services

User quality

System platform quality

Operation quality

Customer

Our cloud service contributes to the

stable operation of financial and

government core systems, as well as

customer systems all over the world.

When first providing a new service

function to customers, Fujitsu conducts

quality verification with third-party units

participating. This not only confirms the

quality of the new function, but also

ensures quality cloud services from the

perspectives of reliability, availability,

operability, applicability, performance

and security.

One special feature of cloud services is

continued service use, which is

currently expanding. To respond to this,

we also perform day-to-day resource

monitoring, reinforcement and

expansion of flexible resources, and

other such operations. We are also

working to ensure service quality by

conducting verification of system

platforms in a way that hypothesizes

how an increase in users would impact

the stability of services in terms of

burden and other aspects.

Fujitsu wants to achieve quality

that satisfies the customers who

use our cloud services, so in the

aim of continuous quality

improvement, we are emphasizing

core quality such as (1) system

platform quality, (2) operation

quality, and (3) user quality.

Core quality

(1) System platform quality

We do more than just ensure the quality of hardware,

software, and other components that constitute the

system platform; we also include cases of technologically

black-boxed component use, especially for OSS and

other companies’ hardware. This is how we ensure total

system quality.

(2) Operation quality

Our operation quality improvements are continuous. We

achieve this by considering responses for problems or for

service operation during system maintenance as aspects

of quality. We also set criteria, visualize the target

achievement situation, and conduct evaluations. In the

event of a problem, we work to minimize the impact on

the customer’s ability to provide service.

(3) User quality

We consider diverse elements from the customer

perspective as aspects of quality and try to provide

services that are easy for customers to use and that can

help in their work operations.

For example, as part of our quality efforts, we take data

for situations such as customer inquiry response or public

relations response time in the event of a failure and

visualize it as aspects of quality, and we work to make

day-to-day improvements.


Fujitsu is committed to quality, and we demonstrate this commitment in a practical way through

our quality support framework and quality assurance activities, which allow us to respond to the

changing times.

We will continue to prioritize our commitment to quality by conducting initiatives to improve quality and respond flexibly to changes in the environment surrounding our customers. This is based on our determination that Fujitsu products and services should always come with peace of mind, and that they should never inconvenience our customers.

ConclusionPage 27

Conclusion

Corporate Quality Management Unit, Fujitsu Limited.

Tel.: 0120-933-200 (Fujitsu Contact Line)

http://www.fujitsu.com/global/

Issued Mar. 2017 (Version 2)


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